cross clutter of leader ship
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Transcript of cross clutter of leader ship
Koppula.chandrasekher 1st M.B.A-13491E0037 QIS COLLEGE OF Engineering & Technology Venga mukala palem,ongole-523002, Prakasam (Dt), A.P E-Mail@[email protected]
leadership in cross-cultural environment
Overview
CULTURE AND LEADERSHIP DESCRIPTION CULTURE DEFINED RELATED CONCEPTS DIMENSIONS OF CULTURE CLUSTERS OF WORLD CULTURES CHARACTERISTICS OF CLUSTERS LEADERSHIP BEHAVIOR & CULTURE CLUSTERS UNIVERSALLY DESIRABLE & UNDESIRABLE LEADERSHIP ATTRIBUTES CULTURE AND LEADERSHIP
Culture & Leadership Description
Culture & Leadership – focuses on a collection of related ideas rather than a single unified theory
Globalization – Increased after World War II Increased interdependence between nations
Economic, social, technical, political Has created many challenges
Need to design multinational organizations Identify and select leaders for these organizations Manage organizations with culturally diverse
employees
Perspective
Culture & Leadership Description
Five cross-cultural competencies for Leaders (Adler & Bartholomew, 1992)
1. Understand business, political, & cultural environments worldwide
2. Learn the perspectives, tastes, trends & technologies of many cultures
3. Be able to work simultaneously with people from many cultures
4. Be able to adapt to living & communicating in other cultures
5. Need to learn to relate to people from other cultures from a position of equality rather than superiority
Perspective
Culture DefinedCulture:
learned beliefs, values, rules, norms, symbols & traditions that are common to a group of people
shared qualities of a group that make them unique is the way of life, customs, & scripts of a group of people
Terms related to culture – Multicultural – approach or system that takes
more than one culture into account Diversity – existence of different cultures or
ethnicities within a group or organization
Ethnocentrism The tendency for individuals to place their own
group (ethnic, racial, or cultural) at the center of their observations of the world
Perception that one’s own culture is better or more natural than other cultures
Is a universal tendency and each of us is ethnocentric to some degree
Ethnocentrism can be a major obstacle to effective leadership Prevents people from understanding or
respecting other cultures
Prejudice a largely fixed attitude, belief, or emotion held by an
individual about another individual or group based on faulty or unsubstantiated data
Involves inflexible generalizations that are resistant to change or evidence
Is self-oriented rather than other-oriented Leaders face the challenge of dealing with their own
prejudices and those of followers Can be toward the leader or leader’s culture Can face followers who represent culturally different
groups and they may have their own prejudices toward each other
A skilled leader needs to find ways to negotiate with followers from various cultural backgrounds
Dimensions of Culture
Hall (1976) reported that a primary characteristic of cultures is degree of focus – on the individual (individualistic) or on the group (collectivistic)
Trompenaars (1994) classified an organization’s culture into 2 dimensions: Egalitarian-hierarchical - degree to which cultures
exhibit shared power vs. hierarchical power Person-task orientation - extent to which cultures
emphasize human interaction vs. focusing on tasks Hofstede (1980, 2001) benchmark research
identified 5 major dimensions on which cultures differ
Research
Dimensions of Culture
House et al’s (2004) research on the relationship between culture and leadership resulted in the GLOBE research program Initiated in 1991 – this program involved
more than 160 investigators Used quantitative methods to study the
responses of 17,000 managers in more than 950 organizations, 62 different cultures
Developed a classification of cultural dimensions – identified nine cultural dimensions
Research
Nine Cultural Dimensions- Uncertainty Avoidance
extent to which a society, organization, or group relies on established social norms, rituals, and procedures to avoid uncertainty.
- Power Distance degree to which members of a group expect and agree that power should be
shared unequally Institutional Collectivism:
degree to which an organization or society encourages institutional or societal collective action.
In-Group Collectivism: degree to which people express pride, loyalty, and cohesiveness in their
organizations or families Gender Egalitarianism:
degree to which an organization or society minimizes gender role differences and promotes gender equality
Nine Cultural Dimensions, cont. Assertiveness:
degree to which people in a culture are determined, assertive, confrontational, and aggressive in their social relationships
Future Orientation: extent to which people engage in future-oriented behaviors
such as planning, investing in the future, and delaying gratification
Performance Orientation: extent to which an organization or society encourages and
rewards group members for improved performance and excellence
Humane Orientation: degree to which a culture encourages and rewards people
for being fair, altruistic, generous, caring, and kind to others.
Clusters of World
Cultures
Characteristics of Clusters
Characteristics include - Anglo – competitive and result-orientedConfucian Asia – result-driven, encourage
group working together over individual goalsEastern Europe – forceful, supportive of co-
workers, treat women with equalityGermanic Europe – value competition &
aggressiveness and are more result-orientedLatin America – loyal & devoted to their
families and similar groups
Observations
Characteristics of Clusters
Characteristics include - Latin Europe – value individual autonomyMiddle East – devoted & loyal to their own
people, women afforded less statusNordic Europe – high priority on long-term
success, women treated with greater equalitySouthern Asia – strong family & deep
concern for their communitiesSub-Sahara Africa – concerned & sensitive to
others, demonstrate strong family loyalty
Observations
Leadership Behavior & Culture Clusters
GLOBE research identified six global leadership behaviors Charismatic/value-based leadership reflects the
ability to inspire, to motivate, and to expect high performance from others based on strongly held core values
Team-oriented leadership emphasizes team building and a common purpose among team members.
Participative leadership reflects the degree to which leaders involve others in making and implementing decisions.
Leadership Behavior & Culture Clusters
Six global leadership behaviors, cont. Humane-oriented leadership emphasizes being
supportive, considerate, compassionate, and generous.
Autonomous leadership refers to independent and individualistic leadership, which includes being autonomous and unique.
Self-protective leadership reflects behaviors that ensure the safety and security of the leader and the group.
Culture Clusters & Desired Leadership Behaviors
Eastern Europe Leadership Profile
A leader would be independent while maintaining strong interest in protecting their position as a leader
Culture Clusters & Desired Leadership Behaviors
Latin America Leadership Profile
Leader is charismatic/value-based but somewhat self-serving, collaborative, & inspiring
Culture Clusters & Desired Leadership Behaviors
Latin Europe Leadership Profile
Leadership that is inspiring, collaborative, participative, & self-confident – but not highly compassionate
Culture Clusters & Desired Leadership Behaviors
Confucian Asia Leadership Profile
A leader who works & cares about others but uses status & position to make independent decisions without input of others
Culture Clusters & Desired Leadership Behaviors
Nordic Europe Leadership Profile
Want leaders who are inspiring & involve others in decision making – do not expect them to be concerned with status & other self-centered attributes
Culture Clusters & Desired Leadership Behaviors
Anglo Leadership Profile
Want leaders to be exceedingly motivating & visionary, considerate of others, team-oriented & autonomous and not autocratic
Culture Clusters & Desired Leadership Behaviors
Sub-Saharan Leadership Profile
Effective leadership as caring – leaders should be inspirational, collaborative, & not excessively self-centered
Culture Clusters & Desired Leadership Behaviors
Southern Asia Leadership Profile
Effective leadership as especially collaborative, inspirational, sensitive to people’s needs and concerned with status & face saving
Culture Clusters & Desired Leadership Behaviors
Germanic Europe Leadership Profile
Effective leadership is based on participation, charisma, autonomy, but not on face saving & other self-centered attributes
Culture Clusters & Desired Leadership Behaviors
Middle East Leadership Profile Leadership emphasizes status & face saving and de-emphasizes charismatic, value-based & group oriented leadership
Universally Desirable Leadership Attributes
Universally Undesirable Leadership Attributes
Culture and Leadership
STRENGTHS CRITICISMS APPLICATION
Strengths GLOBE study is a major study and, to date, the only
study to analyze how leadership is viewed by cultures in all parts of the world.
Findings from GLOBE are valuable because they emerge from a well-developed quantitative research design.
GLOBE studies provide a classification of cultural dimensions that is more expansive than the commonly used Hofstede classification system.
GLOBE studies provide useful information about what is universally accepted as good and bad leadership.
The study of culture and leadership underscores the complexity of the leadership process and how it is influenced by culture.
CriticismsResearch does not provide a clear set of
assumptions and propositions that can form a single theory about the way culture relates to leadership or influences the leadership process.
Labels and definitions of cultural dimensions and leadership behaviors are somewhat vague, difficult at times to interpret or fully comprehend the findings about culture and leadership.
This study focuses on what people perceive to be leadership and ignores a large body of research that frames leadership in terms of what leaders do (e.g., transformational leadership, path–goal theory, skills approach).
Criticisms
Researchers in the GLOBE study measured leadership with subscales that represented a very broad range of behaviors and as a result compromised the precision and validity of the leadership measures.
The GLOBE studies tend to isolate a set of attributes that are characteristic of effective leaders without considering the influence of the situational effects.
ApplicationThe findings about culture can help leaders
understand their own cultural biases and preferences.
Different cultures have different ideas about what they want from their leaders, and these findings help our leaders adapt their style to be more effective in different cultural settings.
The findings can help global leaders communicate more effectively across cultural and geographic boundaries.
Information on culture and leadership can be used to build culturally sensitive Web sites, design new employee orientation programs, conduct programs in relocation training, and improve global team effectiveness.
Conclusion Transformational leaders must articulate an organizational vision that they want their followers to achieve. The perception of leadership effectiveness and the enactment strategy are influenced by the societal values and the cultural context. The leadership styles that are appropriate to the national culture values are reinforced and encouraged by followers. We highlighted several studies of leadership across cultures that effectively illustrate different culturally-bound leadership models. While both universal and particularistic leadership attributes are present, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles.
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